INSEAD the business school for the world

Case Studies by Pierre Chandon

27 case studies

published: 28 Feb 2013

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Abstract:
Unilever is a solid leader in the Brazilian detergent powder market with an 81% market share. Laercio Cardoso must decide (1) whether Unilever should divert money from its premium brands to target the lower-margin segment of low-income consumers, (2) whether Unilever can reposition or extend one of its existing brands to avoid launching a new brand, and (3) what price, product, promotion, and distribution strategy would allow Unilever to deliver value to low-income consumers without cannibalizing its own premium brands too heavily.
Instructors can access video interviews with the managers mentioned in the case, television commercials, and PowerPoint presentations to be used in the classroom or as handouts on the dedicated case website using the login and password mentioned in the teaching note.

Pedagogical Objectives:
This case deals with the question of whether marketing and branding create value for really poor consumers. It can therefore be used in an MBA, executive education or undergraduate core course on marketing management to illustrate the value of marketing and the marketing approach, or in a brand management course to explore the frontiers of branding. This case can also be used in a consumer behaviour course to examine the motivations and decision-making process of low-income consumers. Alternatively, it can be used in a global marketing or global strategy and management course to study the way multinational companies adapt their strategy to compete in emerging countries.

Keywords:
Media Support, Branding, Low-Income Consumers, Marketing, Poverty, New Product Introduction, Break-Even Analysis, Advertising, Pricing, Poor, Distribution, Promotion, Product, Powder, Detergent, Guimaraes, Brazil, Unilever

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published: 01 Feb 2004

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Abstract:
Unilever is a solid leader in the Brazilian detergent powder market with an 81% market share. Laercio Cardoso must decide (1) whether Unilever should divert money from its premium brands to target the lower-margin segment of low-income consumers, (2) whether Unilever can reposition or extend one of its existing brands to avoid launching a new brand, and (3) what price, product, promotion, and distribution strategy would allow Unilever to deliver value to low-income consumers without cannibalizing its own premium brands too heavily.
Instructors can access video interviews with the managers mentioned in the case, television commercials, and PowerPoint presentations to be used in the classroom or as handouts on the dedicated case website using the login and password mentioned in the teaching note.

Pedagogical Objectives:
This case deals with the question of whether marketing and branding create value for really poor consumers. It can therefore be used in an MBA, executive education or undergraduate core course on marketing management to illustrate the value of marketing and the marketing approach, or in a brand management course to explore the frontiers of branding. This case can also be used in a consumer behaviour course to examine the motivations and decision-making process of low-income consumers. Alternatively, it can be used in a global marketing or global strategy and management course to study the way multinational companies adapt their strategy to compete in emerging countries.

Keywords:
Media Support, Branding, Low-Income Consumers, Marketing, Poverty, New Product Introduction, Break-Even Analysis, Advertising, Pricing, Poor, Distribution, Promotion, Product, Powder, Detergent, Guimaraes, Brazil, Unilever

Prizes won:
- 2018 Case Centre Best-selling Case in Marketing
- 2017 Case Centre Best-selling Case in Marketing
- 2016 Case Centre Best-selling Case in Marketing
- 2015 Case Centre Best-selling Case in Marketing
- 2014 Case Centre Best Selling Case in Marketing
- 2013 Case Centre Best Selling Case in Marketing
- 2012 ecch Best Selling Case in Marketing
- 2011 ecch Best Selling Case in Marketing
- 2010 ecch Best Selling Case in Marketing
- 2009 ecch Best Selling Case in Marketing

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published: 11 Oct 2017

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Abstract:
In 2017, the Financial Times ranked INSEAD’s MBA programme #1 in the world for the second year in a row. The Dean of INSEAD, Ilian Mihov, commissioned a large-scale study to understand the shool’s brand equity compared to its peers. The goal is to optimize INSEAD’s positioning, value proposition and communication, to attract the best MBA students. Case A asks students to develop a survey that will measure the strengths and weaknesses of the INSEAD brand compared to its key competitors. They must select the performance measures, relevant competitors and the relevant sample. Case B provides results from a survey of 4,000 GMAT-takers who rated 18 business schools. Students analyze the data to measure the strength of the INSEAD brand and its image compared with its competitors. To optimize the school’s positioning, students must identify the most important attributes used when choosing an MBA programme.
Please visit the dedicated case website to access supplementary material.

Pedagogical Objectives:
This case can be used for many different audiences and contexts. It can be used for discussion in MBA, undergraduate, or executive education courses focusing on branding, brand metrics, marketing research, customer intelligence, data analytics, customer centricity, general marketing strategy, communication and social media strategy, consumer behavior, and international marketing.

Keywords:
Business Schools, Strategic Market Intelligence, Brand Management, Brand Equity Analysis, Brand Metrics, Marketing Research, Data Analytics, Multivariate Analyses, Research Design, Insead, Mba Programme

Prizes won:
- Best Case Study Award by AFM/CCMP 2018

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published: 11 Oct 2017

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Abstract:
In 2017, the Financial Times ranked INSEAD’s MBA programme #1 in the world for the second year in a row. The Dean of INSEAD, Ilian Mihov, commissioned a large-scale study to understand the shool’s brand equity compared to its peers. The goal is to optimize INSEAD’s positioning, value proposition and communication, to attract the best MBA students. Case A asks students to develop a survey that will measure the strengths and weaknesses of the INSEAD brand compared to its key competitors. They must select the performance measures, relevant competitors and the relevant sample. Case B provides results from a survey of 4,000 GMAT-takers who rated 18 business schools. Students analyze the data to measure the strength of the INSEAD brand and its image compared with its competitors. To optimize the school’s positioning, students must identify the most important attributes used when choosing an MBA programme.
Please visit the dedicated case website to access supplementary material.

Pedagogical Objectives:
This case can be used for many different audiences and contexts. It can be used for discussion in MBA, undergraduate, or executive education courses focusing on branding, brand metrics, marketing research, customer intelligence, data analytics, customer centricity, general marketing strategy, communication and social media strategy, consumer behavior, and international marketing.

Keywords:
Business Schools, Strategic Market Intelligence, Brand Management, Brand Equity Analysis, Brand Metrics, Marketing Research, Data Analytics, Multivariate Analyses, Research Design, Insead, Mba Programme

Prizes won:
- Prix de la Meilleure Etude de Cas par AFM/CCMP - Best Case Study Award by AFM/CCMP

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published: 04 May 2018

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Abstract:
In 2017, the Financial Times ranked INSEAD’s MBA programme #1 in the world for the second year in a row. The Dean of INSEAD, Ilian Mihov, commissioned a large-scale study to understand the shool’s brand equity compared to its peers. The goal is to optimize INSEAD’s positioning, value proposition and communication, to attract the best MBA students. Case A asks students to develop a survey that will measure the strengths and weaknesses of the INSEAD brand compared to its key competitors. They must select the performance measures, relevant competitors and the relevant sample. Case B provides results from a survey of 4,000 GMAT-takers who rated 18 business schools. Students analyze the data to measure the strength of the INSEAD brand and its image compared with its competitors. To optimize the school’s positioning, students must identify the most important attributes used when choosing an MBA programme.
Please visit the dedicated case website to access supplementary material.

Pedagogical Objectives:
This case can be used for many different audiences and contexts. It can be used for discussion in MBA, undergraduate, or executive education courses focusing on branding, brand metrics, marketing research, customer intelligence, data analytics, customer centricity, general marketing strategy, communication and social media strategy, consumer behavior, and international marketing.

Keywords:
Business Schools, Strategic Market Intelligence, Brand Management, Brand Equity Analysis, Brand Metrics, Marketing Research, Data Analytics, Multivariate Analyses, Research Design, Insead, Mba Programme

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published: 18 Oct 2010

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Abstract:
Renzo Rosso, the president and founder of Diesel SpA, the innovative Italian casual wear company famous for its controversial 'For Successful Living' advertising campaign, is pondering how to brand its new upscale line of clothing: StyleLab. The objectives set for StyleLab are: (1) to enter the new and attractive high casual wear market; (2) to create an aura of prestige for the core D-Diesel line; and (3) to provide Diesel's designers with the opportunity to experiment with new cuts and fabrics, which may eventually trickle down to the main D-Diesel brand.
Please visit the dedicated case website to access Diesel's television commercials and PowerPoint presentations of all case exhibits and print advertising campaigns.

Pedagogical Objectives:
The case focuses on the selection of the branding strategy for StyleLab: should it be an independent brand with no link to Diesel, a sub-brand of Diesel, or an independent brand endorsed by Diesel? It can also be used to discuss critical issues in the marketing of fashion and luxury brands. In particular, it illustrates how Diesel has managed to grow without losing its core identity. The main objectives of the case are to develop an understanding of the key issues involved in managing a portfolio of brands and to evaluate alternative branding strategies for launching a new brand using a structured approach and tools. The case also illustrates critical issues in the marketing of fashion and luxury brands, most notably brand extensions. This case has been successfully taught in an MBA course on brand management. It can also be used in a session on branding in a marketing management course. The large corpus of Diesel's controversial print and television advertisements also make the case suitable for an advertising course or the advertising module of a marketing management course. Finally, the case can also be used in a market research course to illustrate the value of experimental methods for studying the effects of branding.

Keywords:
Multimedia, Branding, Marketing, Brand Managmenet, Brand Extension, Fashion, Luxury Goods, Advertising, Logos

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published: 25 Feb 2013

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Abstract:
Parfums Cacharel, a division of L’Oréal, used to have a dominating position on the European market with both the number one and number two best-selling fragrances: Anaïs Anaïs and Loulou. At the time of the case however, sales were declining at a rate of 15 % per year and Cacharel was a fragance brand in need of a major revitalization. The task assigned to Dimitri Katsachnias, the new general manager of Cacharel, is to turn around the business. But before doing that, he needs to understand the brand.
1. Brand identity decoding • What is Cacharel’s brand identity? What are its conceptual and tangible components? Can it be summarized in less than five words? • Does the Cacharel umbrella brand itself have an identity beyond that of its sub-brands? Which sub-brands are mostly responsible for creating Cacharel’s identity?
2. Brand revitalization • What is the root source of Cacharel’s maturity crisis and how can understanding the brand’s identity help? • Should Kataschnias bring the Cacharel brand closer to where the market is now? Should he focus on meeting the desires of today's consumers or in remaining faithful to the brand’s original identity?
Students can watch the television commercials mentioned in the case on the dedicated case website. On this website, instructors can also access video interviews with the managers mentioned in the case, more recent television commercials, and PowerPoint presentations to be used in the classroom or as handouts using the login and password mentioned in the teaching note.

Pedagogical Objectives:
The primary purpose of this case is to tackle notions of brand identity (the mission of the brand and its tangible elements) The main aim of the case is to involve students in Cacharel’s marketing strategy dilemma. • Make students think more deeply about what brand identity means • How this identity might be decoded by a new brand manager? • The strategic value of the decoding of brand identity in general compared to traditional market research methods. The case discusses the value of the internal brand identity audits versus external surveys of brand image. It shows how understanding a brand’s identity can help charter the brand’s territory, guide new product launches, and help manage the creative process under lying advertising and product design. This website supports the case studies by showing the history of print and television advertisements for all Cacharel brands, which serves for the brand identity audit. The restricted area of this website supports the teaching note and contains video excerpts from an interview with Dimitri Kataschnias as well as the new advertising for the relaunch of Anaïs Anaïs and for the new fragrances of Cacharel, Nemo for men, and the hugely successful Noa for women.

Keywords:
Marketing, Advertising, Branding, Brand Management, Luxury Goods, Cosmetics, Perfumes, Brand Revitalization

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